Market research Books

Book SynopsisMichael J. Baker is eminent in the field of marketing. He founded the Department of Marketing at the University of Strathclyde, UK, in 1971, the first ever Department of Marketing in the UK. He is the founding editor of the Journal of Marketing Management and Journal of Customer Behaviour and is the former President of the Academy of Marketing. He has supervised over 80 PhD students, 18 of whom are now Professors of Marketing.Trade Review"There is no question that this book is a tour de force of Marketing Strategy content, covering a considerable breadth and depth of material. It is well-structured, thoughtfully presented, instructively written and critically-evaluative. For the reader who wants to think about the complex, analytical and social processes of managing the strategic direction of the organisation, this book provides a comprehensive, instructive and reflective means from which to engage with the hows and whys of managing marketing strategy creation. No marketing student, practitioner or academic should be without it." - Dr. Lee Quinn, Director of Studies BA(Hons) Marketing, University of Liverpool, UKTable of ContentsPART I: MARKETING STRATEGY 1 1. Overview and Executive Summary 2. Marketing and Corporate Strategy 3. Marketing and Competition 4. Principles of Strategic Marketing Planning 5. Analytical Frameworks for Strategic Marketing 6. Marketing Intelligence Research for Marketing PART II: THE MARKETING APPRECIATION 7. Macro-environmental Analysis 8. Customer Analysis 9. Industry and Competitor Analysis 10. Internal (Self) Analysis 11. Matching – Putting it All Together 12. Market Segmentation PART III: MANAGING THE MARKETING MIX 13. The Marketing Mix 14. Product Service Policy and Management 15. Packaging and Design 16. Pricing Policy and Management 17. Distribution and Sales Policy 18. Integrated Marketing Communications 19. Branding PART IV: IMPLEMENTING MARKETING 20. Marketing in a Foreign Environment and Globalisation 21. Customer Care and Service 22. Developing a Marketing Culture 23. The (Short-term) Marketing Plan 24. Implementation and Control 25. Transformational Marketing.

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Book SynopsisJavier Marcos Cuevas is the Director of Custom Programmes, Executive Education and Senior Teaching Faculty at the University of Cambridge Judge Business School. His main areas of expertise and research are Professional Selling and Sales Management, Executive Education and Organizational Development. He has designed and delivered programmes globally and has also co-authored with Regis and Bill the book From Selling to Co-creating (BIS Publishers, 2014) and numerous academic and practitioner oriented articles and reports. Bill Donaldson is Research Professor of Marketing at Aberdeen Business School, Robert Gordon University, Aberdeen. His research interests are in selling, customer relationships and the management of sales operations.Régis Lemmens is the founder of Sales Cubes, a consulting firm which helps sales organizations to innovate and co-create value with their customers. He is also a professor in Sales and Sales Management and teaches at business schools in Belgium (Antwerp ManaTrade Review"A must-have book for students of sales management, lecturers and aspiring sales managers." - Peter Williams, Leeds Business School, Leeds Metropolitan University, UK "Professor Bill Donaldson, as always, offers a unique insight into selling and sales management. This book is a valuable resource for practitioners and students alike." - Dr Ken Le Meunier-FitzHugh, Birkbeck University of London, UK "This robust text describes the frameworks, principles and activities that underpin successful Sales Management today. Particularly welcome are the links to industry via case studies and observations of what sales organisations really do." - Tim Royds, Director, Highclere Sales Training and Consultancy "Professor Donaldson's updated text is a must for students on any marketing and management course. The principles of sales and marketing combined with excellent examples make this text an invaluable study guide." - Pauline A M Bremner, Aberdeen Business School, Robert Gordon University, UKTable of ContentsPART I: PRINCIPLES OF SALES MANAGEMENT 1. The role of selling and its development in the knowledge economy 2. Theories of buying and selling 3. Types of selling 4. Sales force organisation and deployment 5. Sales Leadership PART II: KEY PROCESSES IN SALES MANAGEMENT 6. Defining and implementing sales strategies 7. Selling in international markets 8. Key Account Management 9. Sales technology 10. Measuring sales performance PART III: SELLING AND SALES MANAGEMENT PRACTICES 11. Professional selling 12. Negotiation 13. Recruitment selection of sales professionals 14. Training, coaching and development 15. Forecast, target setting and compensation.

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Table of ContentsCONTENTSForeword by Tom PetersPrefaceAcknowledgmentsPART I: AESTHETICS AS A STRATEGIC TOOL1.Aesthetics: The New Marketing ParadigmAbsolut Vodka: Aesthetics with a TwistGAP, Inc.: Revamping Casual Retailing Through AestheticsCathay Pacific Airways: The Heart of AsiaAesthetics as a DifferentiatorCutting-Edge Organizations Focus on AestheticsFrom Benefits and Branding to ExperiencesMarketing AestheticsAesthetics Provides Tangible Value for the OrganizationAesthetics Must Be Everyone's ConcernAesthetics Strategy2. Creating Identity and Image Through AestheticsLucent Technologies: A New Identity for the AT&T Spin-OffCreating a New IdentityDrivers of Identity ManagementIdentity Management Is Not Brand ManagementContinental Airlines: A Comprehensive Identity OverhaulIdentity Planning: Past, Present, and FutureHow This Book Will Help ManagersThe Corporate Expressions/Customer Impressions FrameworkPART II: IDENTITY MANAGEMENT THROUGH AESTHETICS3.Corporate and Brand ExpressionsIBM's Corporate and Brand ExpressionsManaging ExpressionsThe Public Face of the Organization and Its BrandsManaging Different Types of IdentitiesManaging Identity ChangesExpressing the Private Self of the Organization or Its BrandsRelating the Public Face and the Private SelfApplication: Digital CorporationPlanning Devices for Managing ExpressionsSummary4. StylesStarbucks and the Coffee Craze PhenomenonWhat Is "Style"?Sight: All Perceptions Start with the EyeShapeColorUsing Color for IdentityWhat Does Color Mean to Customers?The Structure of Color CategoriesTypefaceSoundTouchApplication: S.D. Warren's Material AestheticsScent: Taste and SmellCreating a Style: SynesthesiaApplication: GilletteStrategic Issues in Style CreationModifying a StyleDimensions of StyleSummary5. ThemesPepperidge Farm Cookies: Themes of a Distinctive CollectionExpressive ThemesCreating Themes Through Aesthetics: Three StagesAnalyzing the Organization, Its Customers, and Its CompetitorsFinding Rich Thematic ContentRepresenting Themes Through AestheticsStrategic Issues in Theme SelectionSummary6. Overall Customer ImpressionsThe Four Seasons: Understated EleganceThe Importance of Overall ImpressionsMinimizing Gaps Between Expressions and ImpressionsarOverall Impressions: Process and ContentProcess: How Customers Arrive at Overall ImpressionsContent: Dimensions of Overall ImpressionsApplication: DieselSummaryPART III: MEASURING AND PROTECTING AESTHETICS7. Assessment and Research Tools for Aesthetics ManagementResearching and Measuring Corporate and Brand LogosThe Role of Research in Aesthetics ManagementThe Perils of Anecdotal Evidence in Aesthetics ManagementSuspicious Views of Research in the Design ProcessResearch for Identity PlanningBasic Tools for Useful ResearchAssessing the Status QuoDetermining Where to GoDeveloping a DesignMonitoring and TrackingSummary8. Protecting Aesthetics and IdentityTaco Cabana v. Two Pesos: Two Restaurants Fight Over an IdentityLegal Issues in IdentityIdentities as Legally Sanctioned Barriers to CompetitionProtecting Brands From ConfusionProtecting Identity From ConfusionSpecial Requirements for Protecting Aesthetic IdentityProtecting ImageManaging the Protection ProcessHow to Handle Infringement Against Your IdentitySummaryPART IV: COMPREHENSIVE IDENTITY MANAGEMENT9. Global Identity ManagementLEGO: The Universal Concept of Play from DenmarkTamagotchi: The Japanese Virtual PetKey Management Issues in Creating Global IdentitiesDeciding Whether to Standardize or Localize an IdentityOrganization/Competitive FactorsCultural FactorsIndustry and Product Category FactorsAttitudes Toward Foreign ImagesStyles and Themes in Global Identity ManagementApplication: Bosch in East AsiaApplication: Motorola in ChinaSummary10. Retail Spaces and EnvironmentsGodiva: A Memorable In-Store Chocolate ExperienceNike: Prom Sports Shoes to Aesthetic Totalitarianism?Aesthetics in Retail and Environmental SpacesStrategic Issues for Retailers and ManufacturersModern Retail IdentitiesApplication: Ann TaylorEnvironmental SpacesManaging Retail and Environmental AestheticsCyberspaces11. Corporate and Brand Identity on the InternetVolkswagen's New Beetle Web SiteNetscape and Yahoo!The World Wide Web as a Marketing ToolThe World Wide Web as an Identity ElementThe Unique Properties of the WebCreating Identity on the WebThe Future Is Now: Transient Images and Virtual IdentitiesNotesIndexAbout the Authors

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Book Synopsis A 'detective story' that delivers key insights for any businessperson asking the questions: who really are our customers, why do we lose them, how do we regain them?Customers can be a mystery. Despite the availability of more data than ever before, everyone, from the CEO to salespeople in the field, struggles to understand who their customers really are, what they want, why they lose them, and how to regain them.To crack the case, start thinking like a market detective.David Scott Duncan shows how in his entertaining story of Tazza, a fictional chain of cafes with declining sales and leaders urgently seeking to understand why. The vivid characters of Tazza’s market detective force come to their aha moment when they finally understand why their most loyal customers walked out the door—and how they can get them back.The core of the Tazza story is a simple, powerful idea that upends how most businesses view their customers. Customers have “jobs to be done.” They “hire” companies to solve a problem or fulfill a need and “fire” them when unhappy. Duncan’s fresh way of thinking about how to understand your customers’ secret lives provides an innovative path for solving whatever market mysteries you face.

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